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What to do
Launch a reliability improvement drive
as a mission for the whole organisation and develop a robust
organisation aimed to sustain the pro-active and reactive reliability
efforts on the lines of an Operational Reliability Management System.
How to do it
- Set up a Steering Committee
consisting of the Site Manager, Engineering Manager, Operational
Manager and possibly the Technology Manager with the following
roles: identify a Reliability Focal Point ("Champion");
driving the effort; guidance to the "champion"; enabling
the "champion"; making it happen; communication with the
whole organisation.
- Appoint an individual
"champion" with the necessary drive and enthusiasm to
carry through the reliability improvement process.
- "Often, the Pacesetters have an
organizational unit, a "box on the organisation chart"
with the specific purpose of addressing reliability
problems." (Solomon Associates - Worldwide Refinery
Maintenance Practices Analysis For Operating Year 1990).
- Have the Reliability Focal Point
report directly to a senior manager at management level thereby
underscoring managements' commitment to the reliability drive.
- Appoint area/departmental focal
points for each operations, technology, advisory engineering and
maintenance departments. These persons will share the burden of
the Reliability Focal Point within their departments.
- Institute
multi-disciplinary/multi-layer teams for criticality
assessment/ranking, Reliability Centered Maintenance (RCM) and
Root Cause Analysis (RCA) exercises. Through membership in these
teams, ownership of "reliability" will spread throughout
the organisation and become everybody's business.
- Implement and monitor the process
and ensure that there is a feedback loop for continuous
improvements.
- Carry out a broad brush criticality
assessment and ranking at plant, unit and system levels in the
order of criticality or significance to the overall business which
will enable prioritizing both proactive (RCM) maintenance plans
and reactive actions (RCA).
- Follow the "start small, work
outwards" philosophy and refrain from conducting a detailed
and in depth criticality assessment, in order not to defeat
the purpose of quickly arriving at a ranking order of plants,
units and systems.
- Set realistic reliability targets
taking into account the inherent reliability level of the
equipment.
- Establish a process to capture
equipment failure data in terms of frequency of failure, modes of
failure and business consequences of failure to identify Bad
Actors.
- Rank Bad Actors in the order of
their failure impact on the business and apply a structured method
(e.g. Incident Potential Matrix) for identifying candidates for
RCA.
- Adopt a methodology which encourages
and guides the investigators to go deeper down to the management
systems level for RCA.
- Secure the learning from the past
experience by incorporating it in procedures, work instructions
and training modules. Share the learning through communication.
- Change the mind-set of people
towards "optimum maintenance mode". This will happen
through their involvement and participation in reliability matters
and reliability awareness training.
- Size the organisation to manage
"reliability focused" maintenance activities and assign
high priority to prevent and eliminate failures. Preventing and
eliminating failures with due considerations to the effects of
failure must be the primary mission of the organisation.
- Publicize successes widely to
promote a feeling of pride amongst staff throughout the
organisation for their efforts to continuously improve the
performance of their assets.
- Review the reliability performance
periodically.
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